國際教育旅行營運模式研究–以耀動國際旅行社有限公司為例

在新冠肺炎疫情爆發前，國人每年高達約1,400多萬人次出國，然旅行團費卻早已殺成一片紅海，旅行社獲利收益非常低。此外，企業經營易受到外在環境變遷而影響，緣此，開創不同於一般市面商品又能保有相當的收益，對旅行社而言絕對是首要。本文主要在探索個案公司(耀動國際旅行社有限公司)旗下國際旅行商品的商業模式，主要乃運用Osterwalder and Pigneur (2010)所提出的商業模式畫布(Business Model Canvas)，從目標客層、價值主張、通路、顧客關係、收益流、關鍵資源、關鍵活動、關鍵合作夥伴和成本結構等9大要素，深度訪談個案公司的負責人(服務端)與利害關係人(需求端、供給端、監控端)，從而了解個案公司旗下國際教育旅行商品的營運方針。透過商業模式畫布可以清楚了解個案公司在經營國際教育旅行時所面臨到的困境與亮點、並根據分析結果提出個案公司未來可行性高的營運策略建議，以提升同業競爭難度進而能夠永續發展。

關鍵字

國際教育旅行；商業模式畫布；深度訪談

並列摘要

Before the outbreak of COVID-19, more than 14 million Taiwanese traveled abroad every year but the tour fees were already a red sea, and the profit of travel agencies was very low. On top of that, its business operations are susceptible to changes in the external environment. For this reason, it is absolutely important for travel agencies to create products that are different from those on the market, while maintaining considerable profits. This thesis mainly explores the business model of education tourism products under the case company (Yao Dong travel agency co., Ltd.). This study adopts the business model canvas proposed by Osterwalder and Pigneur (2010), from the customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships and cost structure with the 9 main elements, and applies the in-depth interviews with the responsible persons of the case company (service side) and stakeholders (demand side, supply side, monitoring side). So as to understand the operating policy of the educational tourism products of the company. Through the business model canvas, we can clearly understand the difficulties and highlights of the case company when operating educational tourism, and based on the analysis results to put forward the business strategy suggestions with high feasibility for the case company in the future, so as to enhance the difficulty of the industry competition and achieve sustainable development.